Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Why Public Leaders Need to Create Value!

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Public Leaders “Elected chief executives, appointed officials, senior civil servants and key staff, officials who occupy oversight positions, and private and nonprofit sector managers and service providers who produce primarily for government”

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Scope of Public and Nonprofit Sectors Public (Government Sector) In 2002, 21,489,000 people worked for the government sector in the U.S. There are over 87,525 governmental units in the U.S. including counties, municipalities, townships, school districts and special districts Source: U.S. Census Bureau, Statistical Abstract of the U.S. 2003

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Business Entrepreneurs and the Creation of Private Value Bill Gates and Microsoft Corporation Create value for customers and shareholders Formulate and implement strategy to create value Market is testing ground for strategic success – value creation

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Create Value For Customers and Shareholders “William (Bill) H. Gates is chairman and chief software architect of Microsoft Corporation, the worldwide leader in software, services and Internet technologies for personal and business computing. Microsoft had revenues of US$32.19 billion for the fiscal year ending June 2003, and employs more than 55,000 people in 85 countries and regions.”

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Bill Gates - Formulate and Implement Strategy to Create Value Provide individuals and businesses software solutions to meet their business and personal needs in the areas of communication, use of information and entertainment.

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Market Is Testing Ground for Strategic Success Hubbub at New York Stock Exchange Photograph © Pete Souza

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Place name of your organization here. Use bullet points to describe the public value created by your organization Another bullet

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Lessons for Leaders of Public and Nonprofit Organizations Same entrepreneurial role Public leaders need to be entrepreneurs who seek opportunities to use the assets of their organizations to create additional value for citizens, clients and the community.

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Lessons for Leaders of Public and Nonprofit Organizations Same need for strategy - Public leaders must craft strategies to create value – what to do and how to do it?

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Lessons for Leaders of Public and Nonprofit Organizations Settling questions of Public Value - In the public sector, leaders create value in the act of governing, so politics is the forum for deciding questions of value.

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University So We Need a Strategic Framework for Public Value Creation Where: -Public leaders act as entrepreneurs seeking opportunities to create value – value for (insert your clients here). -Public leaders craft strategy to create value – what to do and how to do it? -Strategic choices about what value to create are determined through politics – council, constituency groups, parents, taxpayers, voters, patrons.

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Public Leader Organizational Strategy Must: - Provide substantive value to overseers, clients and beneficiaries - Be operationally and administratively feasible - Be legitimate and politically sustainable

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Authorizing Environment Operational Capacity Public Value Mark Moore’s Strategic Triangle

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Sources of Failure of Strategic Leadership 1. Bad strategy! Not what community wants Organization can’t produce No long-term value 2.Good strategy, poorly implemented! Lack of data about strategic component’s success Lack of acceptance of strategy Elements aren’t connected

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Authorizing Environment Operational Capacity Public Value Strategic Triangle and Performance Measurement Strategic Performance Measures

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Why Public Leaders Need to Create Value! ( Replace this photo with one from your agency)

Mark L. Weinberg, Bicentennial Colloquia, May 2004, adapted from Creating Public Value, Mark Moore, Harvard University Why Public Leaders Need to Create Value! (Replace this photo with one from your agency)